1. The Disaster Preparedness Workbook For Navy Libraries and Archives was written to cover all types of disasters and to help Navy Libraries and Archives safeguard their informational resources as we are all self insured. Loss of these resources would seriously impact on our mission.

2. The Disaster Preparedness Workbook For Navy Libraries and Archives can be customized to local needs by using the enclosed disc. This will allow each institution to create a Disaster Manual specifically for their institution. All Navy Libraries and Archives will receive a copy of the Disaster Preparedness Workbook... on disc in Word 6.0 and a paper copy ready to be placed in a three ring binder. The Legacy Grant also provides, if desired, a Disaster React-Pak for use in minor emergencies. If you would like to receive a Disaster React-Pak, please let me know. I can be contacted via e-mail at Schnarer@nwc.navy.mil. The mailing address is Naval War College Library, 686 Cushing Road, Newport, RI 02841-1207. Phone # (401)841-2641, DSN 948-2641, Fax (401)841-6491.

3. The creation of this workbook has been a goal of mine for the last several years. The workbook is modeled after the Disaster: Readiness, Response and Recovery Manual (1992) compiled for the state of Rhode Island. This workbook was written and compiled by Lisa Fox, a Preservation Consultant working for the Northeast Document Conservation Center. It has been critiqued by several preservation experts. I have critiqued the publication and have tried to insure that all aspects of disaster contingencies have been covered. I believe we have succeeded.

4. While extensive effort has gone into ensuring the reliability of information appearing in this workbook, the publisher and author make no warranty, expressed or implied, on the accuracy or reliability of the information, and do not assume and hereby disclaim any liability to any person or organization for any loss or damage caused by errors or omissions in this publication.

5. I would again like to acknowledge that support for the production of this workbook has been provided by a grant to the U.S. Naval War College Library through the Navy Legacy Resource Management Program of the United States Department of Defense Legacy Resource Management Program.

6. If anyone has questions concerning the workbook, please feel free to contact me.

Preface x

B1. Disaster Supply Stockpile B4

B2. Suppliers and Service Providers B30

C. Bomb Threat C1

D. Building Stabilization & Environmental Control D1

D1. Health and Safety Universal Precautions for Post-Flood Buildings D2

Table of Contents D2

Universal Precautions D2

Health Precautions D2

General Safety Precautions D3

Cleaning and Decontamination Procedures D5

Protective Equipment D6

Food and Drinking Water D6

Building Structure D6

Electrical Systems D7

LP, Natural Gas and Fuel Oil Lines D7

Building Materials D7

Personal Property D9

Heating, Ventilating, and Air Conditioning (HVAC) Systems D10

E. Chemical Hazards E1

F. Communication Plan F1

G. Data Processing Plans G1

H. Emergency Funds H1

I. Evacuation I1

J. Fire Safety J1

K. Floor Plans K1

L. Forms L1

M. Background Information for Appendix M: Inspection Checklist M1

N. Insurance

O. Operations Center O1

P. Salvage Priorities—Detailed P1

Q. Salvage Procedures Q1

Q1. Drying Wet Books and Records (NEDCC) Q2

Q2. Emergency Salvage of Photographs (NEDCC) Q7

Q3. Microforms Q10

Q4. Computer Media Q12

Q5. Artifacts and Museum Objects Q14

R. Utility/System Malfunctions R1

S. Vaults, Keys, and Combinations S1

T. Bibliography T1

This workbook focuses on the disaster-related needs of librarians, archivists, and records managers in documentary collections--that is, in collections of printed documents, magnetic media, electronic records, and so on--of the United States Navy. The workbook outlines plans that deal with a whole range of events, from routine leaks to large-scale natural disasters. Because the workbook will be used in Navy installations throughout the world, a wide variety of disasters are covered, but the focus is upon those that are most common within the United States.

Disaster Preparedness Workbook for U.S. Navy Libraries and Archives will be used by personnel in widely divergent types of institutions--from the Navy's small libraries on military bases to its major historical and research collections in the academy and colleges. Therefore, every effort has been made to use general language. For example, the terms "collection," "materials," and "holdings" refer to the whole panoply of formats, including books and periodicals, archives and manuscripts, photographic media, maps and drawings, audiovisual materials, magnetic media and electronic data, and so on. The term "repository" refers to any type of collection-holding institution; it encompasses libraries and archives, but also may refer to museums, records centers, and other documentary collections.

This workbook provides basic information and instructions as well as a template that personnel can use to write their own plans. Most of the explanatory text is in sections labelled "Background Information" (such as "Background Information on Response Procedures"). Read them and use the information there, but do not distribute them as part of your plan. Sections with a title bar, such as the "Cover Page" and "Introduction to the Plan," should be used as a template for your plan. Within those sections, instructions appear in italic type--for example, Specify the responsible position. Use those instructions and tips, but do not include them in your written plan.

Begin work with the sections that are most important to you, with those that address your greatest concerns or vulnerabilities. Depending on your geographic location and the nature and purpose of your collections, some sections may be deleted altogether. For example, an organization far inland will not need to include the sections that relate to hurricanes. Above all, tailor this workbook to your needs. Work on the sections that are useful, modify the materials to suit your situation, and discard what is not needed or relevant. The Introduction to this workbook offers further guidance about the planning process.

Involve other appropriate personnel throughout the planning process. The fire department, facilities staff, and administration may have useful contributions to make, as well as staff within the repository. Once the plan is written, be sure to share a copy with those other units.

The Disaster Preparedness Workbook focuses on protection and recovery of collections. However, the protection of human life and safety should be the unquestioned first priority of all repositories at all times. When training personnel to implement response and salvage procedures, make clear that they are never to risk their safety to protect the collections.

Similarly, be mindful of specific health risks that may relate to recovery. All individuals involved with the recovery should have an up-to-date tetanus shot. Other immunizations may also be needed based upon the recommendations of the local Navy medical officials. Some individuals may be highly allergic to mold, latex gloves, various chemicals, or other substances used in disaster projects. To the extent possible, identify these conditions in the planning stage and be sure personnel are not assigned jobs that would be risky for them. Some people may have undiscovered conditions, so be alert to symptoms during the recovery operation.

Librarians and archivists outside the military will find much that is useful in this workbook. However, it should be adapted with care, for the realities of Navy organization have shaped the text in ways that differ from others. Some sources of assistance that would be available to civilian organizations are not contemplated in this workbook. For example, the plan assumes no assistance or support from the Federal Emergency Management Agency (FEMA), for it is more likely that FEMA would call on the Department of Defense in a major disaster than vice versa. Little attention is paid here to commercial insurance or FEMA reimbursement, because the vast majority of Navy collections are self-insured. Throughout the text, there are references to Navy regulations that govern health and safety, procurement, and the like. Others who use the workbook as a template should do so with caution.

The literature on disaster preparedness has been evolutionary, with various writers building upon the work of those who came before. This workbook is no exception. Many readers will notice its similarity to Disaster Readiness, Response and Recovery Manual (Providence, R.I.: Rhode Island Department of State Library Services, 1992), which was used as a model for this workbook. The author and project leaders are grateful to the Director of the Rhode Island Office of Library and Information Services (formerly Department of State Library Services) for allowing some of the form and content of that manual to be used here.

Important information also was gleaned from various leaflets of the Northeast Document Conservation Center, and two are reproduced in Appendix Q. Betty Walsh's "Salvage at a Glance" instructions (WAAC Newsletter 10:2, May 1988, and 19:2, March 1997) provided guidance on salvaging artifacts. Much useful information for Appendix B was contributed by Disaster Recovery Supplies and Suppliers, Caroline Gilderson-Duwe, compiler (Madison, Wisc.: Wisconsin Preservation Program, 1995).

The disaster plans of some organizations served as useful models. Some sections have

been closely adapted from plans of the Library of Virginia and of the Virginia Historical Society. Further insights were provided by those who read drafts of this workbook and provided valuable ideas about how to improve its organization and content.

Thanks go to the following:

Special thanks go to Sheryl Davis, who provided much-needed assistance in developing the response procedures for wildfire included in the workbook.

Perhaps most important, Robert E. Schnare (Director, U.S. Naval War College Library) provided essential guidance and problem-solving throughout the development of this workbook. Not only was Bob an insightful reader of the workbook, but--throughout the vicissitudes of writing and revisions--he was kinder and more patient than I had any reason to expect. The staff of the Northeast Document Conservation Center was a treasure trove of information, and they willingly shared it.

Lisa L. Fox

February 1998

The title of this publication, Disaster Preparedness Workbook for U.S. Navy Libraries and Archives, was the subject of some considerable discussion. When we hear the word "disaster," we tend to think of those devastating floods, hurricanes, earthquakes, and other calamities that make news headlines. Without a doubt, every cultural institution should have a plan that allows it to brace against such events.

But libraries and archives are bedeviled by everyday assaults: leaking roofs, dripping pipes, a moldy book returned by a patron, a small fire set in the book return, a window left open during a night of pouring rain. Library and archives personnel regularly deal with those little crises--often "making it up as we go along," meeting each such emergency with a shortage of information and an abundance of intent to do the right thing.

After Italy's Arno River flooded its banks and devastated cultural treasures in Florence in 1966, the field of disaster preparedness gained significant attention. The phrase "disaster preparedness" took hold in the profession's consciousness.

For at least a decade, preservation professionals have tried to change the language --to speak, instead, of "emergency preparedness." The effort was not simply semantic. It grew out of a desire to stress that our preparedness activities should not be focused on the rare cataclysmic events, but that we should work to prevent and--failing that--deal effectively with the routine emergencies that all too regularly beset most institutions. The terminological coup failed, though. For better or worse, we continue to use the phrase "disaster preparedness." This workbook does not attempt to turn that tide.

Disaster preparedness is used here as the comprehensive term that describes strategies employed to protect library and archives collections from any unexpected or accidental loss from external causes. Sometimes these are minor, such as those resulting from leaks in the roof or plumbing system. Other times they are major floods, fires, earthquakes, and the like. Disaster preparedness includes three facets: protection, recovery, and planning.

Disaster preparedness is a natural part of responsible custody. Few librarians and archivists realize the value of their collections. In a modest base library with a 10,000-volume circulating collection, the average purchase price may be just $35 per volume, yielding a collection value of $350,000. In an academy library, the average price for a hardcover book will be closer to $50. With a collection size of 100,000 volumes, the collection value would be approximately $5,000,000. Special libraries--with a large component of technical and scientific subjects --have even higher average costs. None of these figures, though, includes the costs of acquiring, cataloging, and preparing materials for the shelf--costs that often far exceed the purchase price.

Tailor those examples to your own collection, and present the results to your administration. Once administrators realize the collection is a major capital asset, there may be more support for implementing the protection and maintenance strategies that are necessary.

Of course, many collections are not replaceable at any price. Archives, manuscripts, works of art, and many rare books are gone forever if they are lost in a disaster. Consider making a security copy of irreplaceable, highly valuable, and rare materials in the collection. Microfilm is the best medium for such copies, but the film must be manufactured, processed, and stored according to national standards and preservation guidelines. A digital copy, while providing many access benefits, does not have the requisite longevity.

Protection involves activities taken to prevent or minimize damage to collections. It requires, first, that a repository assess its vulnerability to floods, earthquakes, hurricanes, and other natural disasters, and to incidents such as roof leaks, plumbing malfunctions, fire, and mold outbreaks. Second, it includes actions to prevent or reduce the impact of disasters. Preventive work takes a variety of forms: installing fire detectors and sprinkler systems, bracing shelves to resist earthquake damage, regularly maintaining plumbing and drainage systems, and storing collections in areas unlikely to sustain water damage from natural or manmade disasters. The "Prevention/Protection Plan" section of this workbook and several of the appendices provide guidance on this element of preparedness.

Recovery begins after a disaster has occurred and involves three stages: response, salvage, and rehabilitation. In the response stage, the staff organizes the recovery project by notifying necessary personnel, procuring supplies and services for recovery, stabilizing the building's environment, and assessing the damage. The salvage stage involves packing and removing materials from the affected site, stabilizing them (most often through freezing), and drying them by any of a variety of processes (including air-drying, dehumidification, and vacuum thermal- or freeze-drying). The rehabilitation or restoration stage includes such steps as cleaning, fumigation, repair, rebinding, affixing new labels and plates, reshelving, rehousing archival materials, and deodorization and removal of smoke or soot. Rehabilitation of non-paper materials such as photographic and magnetic media often involves reprocessing and/or copying the salvaged item onto a new, stable medium. Much of the text in this workbook provides guidance for recovery operations.

Planning is the third element of disaster preparedness, and the most critical. It overarches protection and recovery. In this activity, discrete lists of facts, resources, procedures, priorities, and options are brought together to form a coherent working document that will guide policy and action not just in a disaster situation, but on a day-to-day basis. The disaster plan should include such informational components as floor plans, lists of suppliers and other resources, personnel directories, insurance and accounting instructions, and various checklists. Perhaps more important, it should serve as a guide for the staff in recovering from disasters of various magnitudes, and it should include instructions and procedures that will be relevant in various scenarios. That is, it should reflect in some detail the repository's plans for coping with incidents ranging from small water leaks to mold outbreaks to devastating fire or natural disaster.

Over the past thirty years, an increasing number of institutions have developed documents that list critical phone numbers, supply sources, and service providers. Too often, those documents are the result of one individual's work, and other staff members are scarcely, if at all, aware the document exists. In other cases, the parent organization's safety unit may have plans that govern the institution's response to emergencies in the repository, but the librarians and archivists do not know about them.

To be truly useful, appropriate people and units must be involved in the development of the disaster plan. Though resource lists are a good beginning, a good disaster plan goes further: it documents the institution's thinking about strategic goals, procedures, and task assignments for all elements of the disaster preparedness program. Perhaps most of all, the plan should be incorporated into the day-to-day operation of the organization. The disaster preparedness plan should be a "living document" that all staff know about and apply whenever collections are threatened or damaged.

Here are the steps typically involved in developing a disaster plan for libraries and archives. These steps do not have to happen in the order listed below.

That outline of planning activities may sound overwhelming. The best course of action is this: focus your work on the issues that are most important to your repository. You can facilitate the planning by using these principles:

The "Lone Ranger" approach seldom works in disaster planning. Many disaster plans have evolved from one individual's awareness that the library or archive is vulnerable to disaster. While many such disaster plans exist on paper, few have an impact on the regular operation of the organization. Stipulated schedules for roof inspections are not followed, in-house recovery supply stockpiles are not maintained, insurance policies are not updated, and fire safety recommendations are not implemented.

The basic failure of disaster plans developed by "Lone Rangers" arises primarily from lack of participation. Because other staff members are not given an opportunity to develop a sense of "ownership" of the disaster preparedness effort, they develop no sense of responsibility for its success.

An effective disaster plan must reflect hard choices. Many of the questions cut to the heart of institutional priorities and staff allegiances: Which will we save first--the reference books or the special collections? Who will have direct authority for directing the recovery effort--the director or the preservation officer? Should our capital budget proposal include a new sprinkler system or an upgrade for our online catalog?

Such questions are difficult to answer, and they require broad-based input from the staff. If the plan is to work, such questions must be faced directly, and voices on all sides must be heard. The dialogue must include administrative, professional, and support staff. The plan should reflect the perspectives of bibliographers and reference staff, catalogers and processors, circulation and loan services personnel, media specialists, information managers, and all technical and public service units. Each staff member has a unique perspective on the collection and its users, and each can play a valuable role in disaster preparedness.

Others beyond the walls of the repository must help shape the disaster preparedness program. The base command, fire department, security, health and safety, and other relevant units must be included. They may have disaster plans or resources that can be shared, and the repository's plan must be compatible with theirs.

You can employ the integrative approach by coordinating collection development or assessment activities with the establishment of salvage priorities. Disaster specialists have long urged librarians and archivists to set salvage priorities--that is, to identify those parts of the collection that must receive attention first, second, and third during disaster recovery. However, few repositories have actually set such priorities. Planning for salvage tends often to be avoided, even in repositories that have a fledgling disaster plan. Resistance to articulating salvage priorities can be reduced by integrating this activity into an overall collection management plan. It may be useful, while conducting a collection assessment or developing a collection development policy, to ask: What parts of the collection are most important in the long term and which are most crucial to our daily operations? Discussion of these issues can bring collection development priorities into sharper focus and lead to articulation of salvage priorities. Of course, the final decision about whether a particular institution will give first priority to collections with immediate value or to those with long-term research significance will depend on the collection mission.

Only through seeking broad-based input and discussion (even heated debate) will the final product be a disaster plan that the staff and whole base or institution will support. And only then will the plan be a workable document that does not gather dust in the files.

Disaster preparedness activities must be integrated into ongoing operations. Effective disaster preparedness must be viewed as only one component of the organization's overall planning and activities.

Space planning provides another opportunity to integrate disaster preparedness into more traditional activities. When a repository plans new construction, renovation, or rearrangement of existing space, disaster preparedness merits consideration. For example, significant collections can be moved out of basements and away from windows to reduce their vulnerability to floods or hurricanes. When acquiring new shelving, organizations can procure units with a canopy and with lowest shelves four inches off the floor--thus affording some protection from water. To reduce the risk of arson, book returns that open into the library can be enclosed or replaced with free-standing units away from the building.

There are other simple ways to integrate disaster preparedness into day-to-day activities. Various ongoing prevention measures can prevent disasters or minimize their effects. Staff responsible for closing the building can check to see that all windows and doors are closed and securely locked. Workers in technical services departments can routinely put important records (on-order and in-process files, collections being arranged and described) in cabinets at the end of the day, rather than leaving them on desktops where they are more vulnerable to water, fire, and other damage. Step stools in stack areas can be marked with phosphorescent tape so they will be more visible in a darkened or smoke-filled building. Individually, none of these strategies are particularly difficult to implement, and together they can be important building blocks in the disaster preparedness program.

Too many librarians and archivists have acted as if no disaster preparedness activity can begin until the entire disaster plan is in place. Others who have learned how far-reaching and complex the subject is have, despite their good intentions, simply left it undone. Both attitudes fail to recognize the benefits of phased disaster preparedness. Any single step taken to protect the collection from damage is a valid achievement toward the goal of disaster preparedness. Planners need to segment the job into manageable tasks, phasing in each step over time as the staff gains more knowledge and commitment.

Too many written disaster plans are never incorporated into the institution's real goals, plans, and operations. Budgeting, formal designation of staff responsibility, and ongoing staff training and support must be dealt with. In preparing a disaster plan, staff must frequently ask, "How will this be achieved so that the plan will be a feasible one for us?" The planners must articulate a strategy to ensure that the disaster preparedness plan is actually implemented and receives ongoing attention. If obstacles are unseen or dismissed in the planning stages, the staff becomes disheartened when the disaster plan is not met with instant acceptance. By acknowledging and identifying difficulties in the early stages, planners can increase the staff's eventual support of the disaster preparedness effort.

Employing a phased strategy, one institution may begin by implementing such protective measures as regular roof inspections and preventive maintenance or by shifting collections so that lower shelves are not used. This may be especially prudent in a building that regularly experiences roof leaks or plumbing malfunctions. Or that same institution might initiate its disaster preparedness effort simply by developing resource lists of suppliers, services, and experts to call when the collection sustains damage. Another organization might begin by identifying salvage priorities.

Eventually, such discrete steps will build toward a coherent disaster preparedness plan. In the meantime, these individual actions will have begun educating staff, developing an organization-wide sensitivity to disaster preparedness issues, and cultivating a belief that progress can be achieved.

In developing a successful implementation plan, staff must recognize that disaster preparedness is difficult because all organizational change is difficult. Some elements of disaster preparedness will challenge such long-standing attitudes as "we'll never experience a flood," and such ingrained habits as leaving fire doors open or smoking in the building. Specific plans must be laid to motivate and educate the staff so they will support changes that accompany authentic disaster preparedness.

Every Navy library and archives is encouraged to develop a full disaster plan using this workbook, and that is a worthwhile goal. However, no institution can do everything at once, and phased implementation is a valid approach.

For most institutions, these activities should receive first-priority attention:

These are the next most critical activities for a typical repository:

There are many diverse ways to tackle the work of disaster preparedness. Anything you do to prevent a disaster, reduce its impact, sensitize or train the staff, or organize recovery resources will be helpful. This workbook provides a solid base for your work.

In the event of an actual disaster, the workbook also provides guidance on actions to take in handling a disaster. Remember:

Safety First! Before entering a disaster damaged building, it would be wise to review Appendix D2, "Health and Safety Universal Precautions for Post-Flood Buildings." Books and materials can be replaced. The same cannot be said about human life. This must always be a repository's first priority.

Name of Organization:

Date of Plan Completion:

Next Scheduled Update:

Distribution:

In routine emergencies, clean water may leak into collection areas. If there is any risk that the water is contaminated by sewage or other substances, responders should wear protective clothing (waterproof boots, clothing, and gloves). If there is any risk of electrocution, do not enter the area.

Name Office Phone After-Hours Phone

Ambulance

Building Maintenance

Doctor

Duty Officer

Fire Department

Hazardous Materials

Hospital

Police

Risk Manager

Security Office

Security System

Telephone Co.

Utilities: Electric

Utilities: Gas

Utilities: Water/Sewer

Utilities: Other

Staff awareness is one of the single most important measures we can take toward disaster prevention. Constant vigilance by the staff can often prevent a disaster or keep a minor disaster from becoming a major one.

Every staff member should take the initiative to be a troubleshooter and note problems that may be occurring in the building. Problems such as leaky pipes, cracked windows, toilet problems, or unusual odors (particularly those that could indicate a fire) should be brought to the attention of ____________________ [specify maintenance supervisor, Recovery Coordinator, etc.]. Correcting a problem before it develops into a full-blown disaster can save hundreds of staff hours and thousands of dollars that might otherwise be spent on salvage efforts.

Long, washable trousers Long sleeved shirt

Jacket Hats

Old flat, closed shoes or rubber boots Socks plus one dry pair in your kit

Rubber gloves Work gloves

Hard hat, regular and/or electrically Large handkerchief

protective

Sun glasses, sunscreen, hand lotion Prescription medicines, aspirin

Tissues or towelettes Quick-energy snacks

Toothbrush/toothpaste Waterproof flashlight

Pocket knife Battery-operated radio

Container of drinking water Small notebook

Pencil Other personal needs

The ______________________________ [specify Recovery Coordinator or other position] will meet at least quarterly with officials in the following units:

Regular communication will further the goals of :

As necessary, the ______________________________ [specify Recovery Coordinator or other position] will arrange for training/education sessions for personnel in emergency response units. Objectives of these sessions will be to help them understand how they can minimize damage to collections in their work and what special issues are involved in disaster recovery for library and archival materials.

The ______________________________ [specify maintenance/facilities department or other appropriate unit] will identify and inspect all areas and equipment that may cause or be subject to a disaster. These will include areas noted in the Inspection Checklist (Appendix M) that relate to:

The ______________________________ [specify safety office or other appropriate unit] will manage the fire safety program. This will include inspection and maintenance of fire protection systems and devices. Activities and inspections will include areas listed in the Inspection Checklist (Appendix M) that relate to:

a. fire extinguishers

b. fire alarm system

c. smoke and heat detectors

Further details about the fire safety program are outlined in Appendix J, Fire Safety.

The ______________________________ [specify security office or other appropriate unit] will manage the security program, in conjunction with ______________________________ [specify librarian, archivist, records manager, or other responsible position that supervises research use of the collections] who oversees use of the collections within the facility. This will include inspection and maintenance of security systems and devices. Activities and inspections will include areas listed within the Inspection Checklist (Appendix M) that relate to:

a. key control

b. maintenance and monitoring of security devices on doors, windows, and within the building

The ______________________________ [specify appropriate librarian, archivist, records manager, etc.] will ensure periodic inspection of collection storage areas according to criteria listed in the Inspection Checklist (Appendix M). Inspections will give particular attention to:

Inspections will include any offsite storage areas used for the collection.

An important element of disaster mitigation is routine backup and offsite storage of computer records. To the extent that originals or duplicates are held elsewhere, the organization's vulnerability to disaster is reduced.

Information about computer backups and offsite storage of computer records is provided in Data Processing Plans (Appendix G).

As a preventive measure, all chemicals and hazardous materials will be stored in OSHA-approved cabinets.

The ______________________________ [specify appropriate position] will retain Material Safety Data Sheets (MSDS) as required by OPNAVINST 5100.23d, Chapter 7, pp. 7-10, Paragraph 0708 e(6) and Paragraph 0702, pp. 7-1 to 7-6.

Appendix E, Chemical Hazards, provides further information about chemicals and other hazardous materials in the building.

In the event of a disaster with forewarning, staff will initiate the response procedures located in the following sections:

The response section of your disaster plan should contain all the information needed for fast and effective action. It is important to plan these procedures carefully, particularly for three reasons. First, it may be difficult to think clearly in a disaster situation, especially a large-scale one. Second, "Murphy's Laws of Disaster" seem to prevail. The person who knows most about the disaster plan is likely to be unavailable, and significant disasters seem to happen at the worst possible times--especially at night, on weekends, and during major holidays. So the instructions need to be fairly self-explanatory. Finally, the longer materials remain wet, the worse the distortion and damage will be--even after drying.

Before preparing the response section of your plan, spend some time assessing your vulnerabilities. All facilities are vulnerable to fire, mold, and routine water damage, so all should include instructions for responding to those. In addition, tornadoes, hurricanes, earthquakes, or wildfires may be a danger in your area. Consider the location of your building and nearby flood plains, rivers or creeks, railroad tracks, airport flight paths, or nuclear power station. (Appendix M includes a more detailed list of site hazards.) These will suggest the scope and type of disasters for which you should plan. If you share a building with medical offices, chemical labs, or other scientific units, those might present special problems.

As you develop your response plans, remember to think on two levels. For the most part, staff members will use the plan to respond to small-scale emergencies (such as plumbing breaks or roof leaks) that affect only a small portion of the collection. Also be sure the plan is helpful when large disasters affect the entire collection or even the entire geographic area.

There are some key questions to ask when developing disaster response plans. Others may be added to reflect particular concerns of your own installation, but at least the following should be addressed.

The Emergency Response and Salvage Wheel, distributed with this workbook and cited in Appendix T, provides generic guidelines for disaster recovery. It can be posted by staff desks. The "Response Procedures" and related appendices in this workbook can further tailor your institution's plans.

The following procedures are for routine water damage from roof leaks, plumbing system malfunctions, minor flooding, and so on. For area flooding and other major water disasters, follow the instructions in "Response Procedures: Medium-to-Large Scale Disasters."

Judgment and experience may lead you to apply these instructions in a different order than listed here. For example, if a minor leak threatens only a single file cabinet, the prudent course may be to move the cabinet out of harm's way before initiating steps 2-6.

Spores of mold and mildew are found almost everywhere. All they require are the proper conditions--moisture, temperature, nutrients, and often darkness or dim light--to proliferate. Media such as paper, cloth, leather, and adhesives may be consumed or stained by many types of mold. The combination of temperature and humidity is the most critical factor. General cleanliness and the removal of dust and dirt reduce the risk of infestation, and good air circulation is helpful in avoiding a mold outbreak.

When the temperature reaches 70° Fahrenheit and relative humidity is near 70%, conditions are optimal for growth and reproduction of most types of mold. Any rise in these levels creates an environment conducive to mold and mildew growth, and they may "blossom" within 48 to 72 hours. The absence of visible growth at low temperatures does not indicate the death of spores, but merely that they have gone dormant.

A mold outbreak may occur during routine times if temperature and humidity controls are not adequate, but the risk is greater after a flood or other water damage. In the event of a mold outbreak, take the following actions:

Name/Title Office Phone Home Phone/Beeper

An earthquake will likely knock over shelves, storage units, and equipment. Book shelves, ceiling tiles, and overhead light fixtures will crash to the floor. In addition, structural supports may be twisted or broken. The most serious problems will be water damage from broken pipes and the possibility of fire or explosions from gas leaks. Also, asbestos might get dislodged or exposed, and this could significantly delay implementation of recovery operations.

The following instructions have been numbered for ease of reference. In reality, many of them should occur simultaneously. The more people are available, the more quickly the response can proceed.

Hurricanes are accompanied by heavy rains and high winds that typically cause major structural damage (especially loss of or damage to roofs, broken windows, etc.), flooding, widespread power outages, and major disruption of customary services. Experience has shown that cultural institutions can weather the storm fairly well if they maintain a high level of readiness. A comprehensive guide to hurricane preparedness is Michael Trinkley's Hurricane! Surviving the Big One: A Primer for Libraries, Museums, and Archives (Columbia, S.C.: Chicora Foundation, 1993), a copy of which is located ____________________ [give its location or include it with the plan]. The following procedures are adapted from guidelines in that book.